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If you work with someone to the left, and you work with somebody to the right, you can be a leader. Leadership is the responsibility for those around us. To see those around us rise. (src: Video_ The Infinite Game_ How to Lead in the 21st Century - Simon Sinek)
Feeling fulfilled and loving our work is a right, and not a privilege We should demand it of our leaders. That they provide an environment that we enjoy coming to work every day. -- Simon Sinek
Our true culture is made primarily from things no one will say culture is about - power dynamics - unspoken priorities and beliefs - mythologies - conflicts - enforcement of social norms - creation of in out group - distribution of wealth and control inside companies Shanley Kane (src: Video_ A Retake on the Agile Manifesto - Humble, Thomas, Badiceanu, Fowler & Kirk)
“Why would I want to win anything other than a beautiful game?” -- Bredon (fictional character) (src: Book_ The Wise Man’s Fear - Patrick Rothfuss) (ref: https://www.tor.com/2011/11/17/rothfuss-reread-the-wise-mans-fear-part-12/)
“Yours without obligation, let or lien. A freely given gift.” (src: Book_ The Wise Man’s Fear - Patrick Rothfuss)
For example, at a Toyota assembly plant, I once was told that the normal number of andon pulls is typically around 1,000 per shift. Each pull is an operator calling for assistance from their team leader because the operator is experiencing a problem; a cross-threaded bolt here, a task that took a little too long there. Naturally, the number of andon pulls per shift varies, and I once heard of it dropping to only 700 pulls/shift....
The purpose of kanban is to eliminate the kanban. (src: Book_ Toyota kata)
https://www.youtube.com/watch?v=rUXQmY8f2Ow Model: Cycle of regulation Model: Cycle of big-bang-fear Risk management theatre - what outcome does this process support? What is agile? Workshop: team goals and values Workshop: Ways of Working green: process skin-color: extra info, exclamation marks blue: outcomes orange: rituals blue: outcomes -> only 4 rituals lead to outcomes, we dropped all the rest MVP is a dirty word !...
When workers are annoyed by their job: """ This concept that relentless improvement means the structures are in place the management is in place encouragement is in place the leadership is in place so that when people are annoyed by something in their job, their boss’s job is to help them fix it, not live with it, not ‘well, sorry that’s regulations’ but ‘okay, how about we figure out what the real problem is, maybe that’s not the problem let’s get at the root cause’ ‘how about you come up with an idea about what might make it better’ ‘Maybe we could do some experiments to figure out whether or not that really makes it better’ that’s the job of a manager in an organisation that has Cathedral builders, and really can do constant improvement all the time for decades on end """...
That is why one way of motivating to do kaizen is to create a poor standard. But don’t make it too bad. Without some standard, you can’t say ‘We made it better’ because there is nothing to compare it to (src: Video_ The role of leadership in software development - Mary Poppendieck)